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Provides issues concerning association management as of May 2002. Six degrees of delegation; Issues skeptical executives might consider; Elements of an antitrust compliance policy; Energy conservation tips from the American Hotel and Lodging Association.

Profiles Steve Kirsch, inventor of the optical mouse and founder of Propel, a company he will launch to sell electronic-commerce. Educational background of Kirsch; Career background; Information on Propel.

Looks into the lives of media planners and aspiring executives in New York City, New York. Annual salaries; Details on their work; Remarks from editorial assistant Mia Harlock; Advantages of their jobs.

A series of cartoons about management is presented. Included are a spoof about the executive key in the stone, hitting curve balls and where to wait.

The article discusses the difficulties convicting former Enron CEOs Kenneth Lay and Jeffrey Skilling. At their criminal trial Skilling and Lay will advance defenses that they were tragically misled by a small group of deceitful subordinates. Though their defense might seem preposterous, its validity for defendant Lay has already been largely conceded by the government. Lay's alleged criminal wrongdoing is confined mainly to the waning days of the Enron debacle. This trial is likely to be hard fought, perplexing, and surprisingly suspenseful. The specifics of the case will vary greatly for the two defendants.

This article focuses on the conviction of Frank Quattrone. Oh, how the mighty continue to fall. Quattrone, the former Credit Suisse First Boston investment banker who led the Internet initial public offering boom, may soon become the highest-profile Wall Street hotshot to serve prison time since junk bond king Michael Milken. A federal judge last week threw the book at Quattrone, 48, for obstructing justice, sentencing him to 18 months in the slammer and two years' probation and fining him $90,000. The onetime banking star was convicted in May of trying to hinder a government probe into whether CSFB gave shares of hot IPOs to favored clients in exchange for lucrative investment work. Quattrone, who earned a whopping $120 million in 2000, plans to appeal.

Presents several letters to the editor in response to previous articles published in "BusinessWeek." "The Executive Life," published in the Aug. 23-30 issue, about the philanthropic contributions of executives; "Checkup Checklist," published in the Aug. 23-30 issue, about health checkups; "Brokers aren't advisors," published in the Aug. 23-30 issue, about the problems of brokers who are also financial advisors; "Sizing up John Kerry's battle plan," published in the Aug. 23-30 issue, about taxation.

Mentions charges against several executives involved in corporate scandals. Samuel D. Waksal of ImClone Systems Inc.; Frank Quattrone, former executive at Credit Suisse First Boston; Martha Stewart; L. Dennis Kozlowski and Mark H. Swartz, formerly of Tyco International Ltd.; Bernard J. Ebbers, Scott D. Sullivan, Troy M. Normand, Betty L. Vinson, David F. Myers, and Buford T. Yates Jr., former employees at WorldCom Inc.; Richard Scrushy, William Owens, Malcolm McVay, and Emery Harris of HealthSouth Corp.; Jeff Weitzen, John Todd, and Robert Manza of Gateway Inc.; John Rigas; James R. Brown.

Martha Stewart gives advice; she doesn't take it. Which may explain why she said no when some of her high-paid advisors recommended that she cop a plea in her long-running insider-trading scandal. Stewart is fighting the Federal Government on five criminal counts--including securities fraud, conspiracy, and obstruction of justice--and leaving her future to a jury of her peers (quite an illusion, since if anyone has no peers, it's Martha Stewart). Whatever you think of the charges against her (and many legal experts believe the government's case is weak), they have created a crisis at her company. On June 4--the day a federal grand jury indicted Stewart--she ceded her chairman's role to Jeff Ubben, an Omnimedia director, and her title as chief executive officer (CEO) to Sharon Patrick, the company's president since 1997. Arthur Martinez, an Omnimedia director and former chairman and CEO of Sears, had been designated to replace Stewart as chairman if she were indicted. This succession plan, according to sources close to the board, was agreed to by Stewart and the board after investigators began examining her suspicious sale of 3,928 shares of ImClone stock. Then overnight Martinez changed his mind. At an Omnimedia board meeting (sans Stewart), he said he would not accept the chairman's job. One of his concerns was that Stewart was determined to keep her strong role in operations and strategy. Another problem was that Patrick, the designated CEO, resisted reporting to Martinez, a hard-charging boss who demands a free hand. Martinez suggested that Ubben, the second-largest shareholder after Stewart, become chairman. The board unanimously agreed. For shareholders, this is not a good thing.

In this HBR interview, business-etiquette consultant Barbara Pachter describes common executive gaffes, explains why managers still get etiquette wrong, and offers some rules of thumb about good business manners. [ABSTRACT FROM AUTHOR]

It looks like the world is about to come crashing down on Robert A. Georgine, the chief executive of scandal-wracked insurer ULLICO Inc. In early April, the union-owned insurance company finally released a devastating report its directors had commissioned from former Illinois Governor James R. Thompson. Blocked for months by Georgine, it found that he and other ULLICO officers committed numerous possible legal and ethical violations when they and other board members bought and sold ULLICO stock at the expense of the union pension funds that own the bulk of the private company. Soon after Thompson's report came out, a Washington (D.C.) grand jury that has been looking into the stock transactions for the past year issued subpoenas for ULLICO board members, the company's lawyers confirm. INSET: HEAT FROM ALL OVER.

In their guarded use of language, CEOs reveal more about themselves and their companies than they realize, says Stanford linguist and NPR commentator Geoffrey Nunberg. [ABSTRACT FROM AUTHOR]

Discusses why the days of the Big Show, or convention, in New Orleans, Louisiana may be over. View that conventions are not about business, they are about the pretense of business; Tales of drinking and excess at conventions; Description of the events taking place during the convention.

Discusses anger among executives. Case of public relations executive Lizzie Grubman who backed into people in front of a nightclub after becoming angry at a bouncer; How anger can cause people to make bad decisions; Hope of the author to avoid anger.

Ever wondered how entrepreneurs convince VCs to fund their businesses? A leading venture capitalist delivers the inside scoop on what not to say. [ABSTRACT FROM AUTHOR]

Reports on the replacement of well-known banker Jimmy Lee as head of investment banking at Chase Manhattan. Reluctance of Lee to admit that the demands of his job left him little time for his family; Changes in Lee's management style that was made to reflect the needs of his children.

The article suggests some strategies on how new managers in foreign countries can deal with the transition, such as understanding the cultural challenges such as communication rules and considering how to adapt one's own work style within the organization.

The article presents a graph of the number of vacation days that were used by U.S. workers from 1978 to 2014 along with a chart showing whether individual employees or senior managers were likely to perform different work-related tasks during their respective vacations.

Discusses how managers can become better leaders by asking negative feedbacks from subordinates. Refusal to be criticized; Managers' request that subordinates tell them what they do that causes others to view them in a certain way; Need to show sincerity.

Presents results of `Canadian Business' latest survey of top Canadian corporate chief executive officers. Refutes the stereotype of the workaholic, uncaring executive. High priority placed on family and community or charitable service; Eclectic personal interests; Incomes; Alcohol use; Vacations and travel; Benefits the executives bring to Canada's economy and cultural life.

Looks at executives who have developed personal productivity regimens that exploit technology while setting limits on how much they let it control their lives. Karen Settle, president and chief executive officer of Keystone Marketing Specialists; Joe Phelps, chief executive officer of Phelps Group, a marketing communications agency; Steven Ettridge, founder of the temporary employment agency Temps & Co. INSET: Why are you telling me all this?..

Asserts that leadership that truly transforms organizations depends on synergism among personal, situational and behavioral factors. Leaders' cognitive ability to create visions; Need to understand key situational characteristics; Organizational ownership of the leader's idea.

Offers advice on how to overcome the fears that stifle risk-taking behavior. Consequences of being controlled by fear; Fear of abandonment, failure, success, what others will think and uncertainty; Impact of managerial modeling on subordinate behavior; Need to accept mistakes.

Details the cruise of T. Rowe Price Associates Inc.'s chief executive officer George Collins to the Whitebread Round the World marathon using the Whitebread 60 Chessie boat. Total miles that should be travelled by Collins in joining the marathon; Purpose of Collins in joining the race.

Provides information on the leading businessmen in Hawaii business community. How they reached the success; Their involvement in community services; How Punahou School be a breeding ground for top executives; Why inheritance is not an uncommon route to the top of businesses in Hawaii.

Details methods to achieve better balance between the professional and personal aspects of one's life. Causes of imbalance; Methods to achieve the balance.

Profiles four executives and how they stay continuously informed with their businesses. Strauss Zelnick, CEO and President of BMG Entertainment, North America; Martha Stewart, editor in chief of Martha Stewart Living Enterprises; Regis McKenna, chairman of the McKenna Group; Chris Blackwell, chairman of Island Records.

Profiles nine executives who use private jets. Why a private jet is essential; The cost of private jet travel; Details about jets; Comments from the executives featured; Al Shugart, CEO of Seagate Technology; Philip Knight, founder and CEO of Nike; Linda Wachner, CEO of Warnaco; Warren Buffett, chairman of Berkshire Hathaway; Gilbert Amelio, CEO and chairman of Apple Computer; Gary Comer, founder of Lands' End.

Discusses the evolution of human resource management (HRM). HRM concept and function; Devolution of HR manager's role; Highlights of 1993 survey of New Zealanders' attitude towards promotions; Conflict between the demands of work and family life; Move towards a more strategic HRM; Sensitive new age companies (SNAC); Quality of human resource practice in New Zealand. INSETS: This machine is made of people.;It pays to be nice to your workers..

Focuses on Alberto Vilar, money manager specializing in technology stocks. Success of his company Amerindo Investment Advisors; His lifestyle, background, and career highlights; His opinion of investment manager Roger McNamee; Investment strategy.

Offers information on the life style of former Internet entrepreneur Jayson Adams. Effects of the sale of his business to Netscape on his life style; His decision not to work; Comments from Adams.

Focuses on the lack of time for relationships, romance and marriage among Silicon Valley, California executives. Reasons, including their work on the creation of Internet companies; Example of Sabeer Bhatia, co-founder of Hotmail; Comments from Bhatia and others.

Profiles Edgar Bronfman Sr., chairman of Seagram Co. Ltd.'s American operation in the liquor industry. His career change that led him into seeking financial justice for Jews who lost property in the Holocaust of World War II; Bronfman's work with the World Jewish Congress.

The article offers management tips for a senior executive who just returned to work after a vacation including choosing three to five priorities that will make the biggest difference to the organization.

Reveals that an additional attribute to the managerial grid is depth of managerial style. Psychological distances between managerial styles; Use of the third dimension of thickness; Personal managerial behavior in the work team development phase.

The article discusses the lifestyles of business executives whose companies have suffered financial losses as of January 15, 1977 including H. Ross Perot of Electronic Data Systems, Robert Levinson of pantyhose manufacturer Duplan Corp., and Herbert Imhoff of General Employment Enterprises. A table showing the paper losses of 33 executives, their shareholdings in their companies, and the company stock prices is also included.

Recreates the author's experience of getting yelled at while at work. His feelings of shock and injustice, even though the mistake causing the incident was his fault; The difference between inexperienced yellers and really big executives' hollering; His participation in the event; The need to break for a glass of water; Who will receive a few choice words when he returns to work; How he charted and graphed the yelling scenario.

Provides advice to author's friend on his executive promotion. Advise such as not skipping breakfast, importance of buying good shirts, and developing an executive laugh.

Recounts the story of a business executive who attempted to delegate tasks in order to focus on several areas of business. Discussion of the efforts of middle-managers to perform their tasks; Information on how the executive accessed his voice mail first thing in the morning and always found something that needed immediate attention from him personally; Conclusion that middle managers must be empowered to act on their own.

Opinion. Relates the author's experience taking time out to feel anxious about nothing, in contrast to his normal life as an executive. His trip to New Orleans, Louisiana; The feelings he experience while removing his anxiety; His encounter with nothingness.

Outlines dramatically and humorously the busy day of a corporate executive. The shortage of time in the face of mountains of work.

The article presents five situations in which managers show inconsiderate actions during meetings with their subordinates. In a survey of 294 lower-middle and upper-level managers, three respondents acknowledged that in their company's managers were either frequently or occasionally inconsiderate. The survey also indicates that a level of common discourtesy is rooted in managerial work habits. The effects of discourtesy in a company's culture are resentment, deteriorating morale, loss of time, and loss of respect for the manager. The article suggests that the corrective action for this problem will not take place as a result of edicts from the company president. It is, however, a gradual process of overt action and example that creates a climate of considerate and fair treatment of associates and subordinates as well as superiors.

Reports on the rise of fraud-and-corruption cases involving executives in Europe. Measures that initiated the prosecutions of many executives allegedly involved in corrupt business relationships; Examples of business corruptions in France, Spain, Belgium, Germany and Italy. INSET: EUROPEAN EXECUTIVES IN HOT WATER..

The article shows that people who achieve most are those with extensive and varied interests. It discusses the relationship between mental vigor and leisure activities, the health consequences of overworking, and the need to prevent stress. Businessmen and executives are advised to give themselves a decently fair chance to do things in which he or she is particularly interested outside of work.

This article reports on the claims by many business leaders in the manufacturing sector that their industry's corporate morality is good. The claims were made in the wake of the payola scandal involving the TV broadcasting and advertising industries in the U.S. Many companies have stopped giving Christmas presents to customers and suppliers and they also barred their employees from accepting gifts.

The article looks at the daily routine and business schedules of U.S. business executives as of December 15, 1939. Particular focus is given to Charles Yoe Freeman, chairman of electric utility Commonwealth Edison, and Leo T. Crowley, chairman of the Federal Deposit Insurance Corp. H. Donald Campbell, president of Chase Bank, Ralph Reed, executive at global services company American Express, and Harry P. Davison, partner at banking institution JP Morgan & Company are also addressed.

The article explores handling personal finance, as it observes that many U.S. executives have difficulty applying the principles they use in business to their private lives. Topics discussed include effective working basis from financial consultants, such as calculating the amount of income and unavoidable expenses, and planning major purchases. Also mentioned is dry skin as a common winter annoyance in cold climates.